assignment 6

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Running head: MANAGEMENT INFORMATION SYSTEM AND THE DIGITAL MARKET

MANAGEMENT INFORMATION SYSTEM AND THE DIGITAL MARKETS

· List and briefl y explain three of the attributes of an effective leader listed in Table 10.1 that you have observed in a favorite teacher, manager, or other leader. List and briefl y explain three attributes in Table 10.1 you have observed that were not present in an ineffective teacher, manager, or other leader.

· Locate and use a (free) on - line testing and scoring service for an MBTI evaluation. Briefl y explain why the results do, or do not, refl ect your image of yourself. Ask some friends if they think the results mirror your personality

· The social styles model depicted in Figure 10.1 can often be observed in the archetypes of personality (caricatures) played by characters in movies, television shows, and plays. Give an example of each of the four styles (Driver, Expressive, Amiable, Analytical) in characters from movies, television shows, or plays with which you are familiar. Briefl y explain the aspects of personality observed in each of your example characters that place them in the selected category.

11 Provide another example, in addition to those in Table 11.2 , of a measure that might be used to assess the level of innovation in a software organization. Briefl y explain.

· Provide an example of a risk factor that could not be handled at the team level. Briefl y explain. Provide an example of a risk factor that could be, but should not be, handled at the team level. Briefl y explain.

F or the 15 guidelines listed in Table 11.11,

aList the ones you think would be easiest for a software organization to implement. Briefl y explain your reasoning.

b.List the ones you think would be hardest for a software organization to implement. Briefl y explain your reasoning.

TABLE 10.1 Some attributes of effective leaders

· Listens carefully

· Delegates authority

· Facilitates teamwork

· Coordinates work activities

· Facilitates communication

· Speaks with individuals on a daily basis

· Says “ thank you ” when warranted

· Coaches and trains

· Maintains enthusiasm

· Reconciles differences

· Resolves confl icts

· Indoctrinates newly assigned personnel

· Helps employees develop career plans and achieve their professional objectives • Reassigns, transfers, and terminates personnel as necessary

T ABLE 11.2 Direct and indirect measures of intellectual capital

Measures of Intellectual Capital	Examples
• Measures of innovation	· New products or services delivered in the past 12 months · Numbers of patents and copyrights fi led and obtained in the past 12 months · Percentage of sales attributable to new products or services
• Measures of employee attitudes	· On a scale of (Unhappy, OK, Very Happy), how happy are you with your job? · Compared to a year ago, are you happier, about the same, or less happy at work? · Do you understand how your job is of benefi t to customers (not at all, a little, somewhat, etc.)
• Measures of experience, turnover, and tenure	· Essential personnel: percentage of employees whose expertise is essential to the business of the company · Average number of years experience among essential personnel · Rookie ratio: percentage of essential personnel with less than two years experience · Turnover among essential personnel · Average number of years of experience of all employees · Reasons people leave to accept jobs elsewhere
• Measures of education and training	· Degrees, by level, of essential personnel · Degrees being sought by essential personnel with corporate sponsorship · Nondegree courses being taken by essential personnel with corporate sponsorship · Average training hours per year for essential personnel
• Other measures	· Revenue generated per employee · Revenue generated per essential employee · Percentage of customers who challenge us · Which skills are most important in satisfying customer needs? · Which skills are most admired by other employees? · What are the most desired assignments by high - potential managers and workers? Where do they least want to work? What explains the differences? · What accounts for any differences between what customers value and what employees value? · What emerging technologies or skills could undermine the value of your organization ’s special knowledge and skills? · What percentage of essential personnel time is spent in activities of low value to your customer base? · What percentage of all employees ’ time is spent in activities of low value to your customer base? · What is the reputation of your company among experts in your fi eld?

T ABLE 11.11 Fifteen guidelines for organizing and leading SETs

1. Hire the best people you can fi nd.

2. Treat people as assets rather than costs.

3. Provide a balance between job specialization and job variety.

4. Keep team members together.

5. Limit team size.

6. Differentiate the role of team leader.

7. Make the team leader the team ’s quality control agent.

8. Decompose tasks in manageable units of work.

9. Use an augmented rolling- wave approach to planning.

10. Adopt a negotiated contractual model for task assignments.

11. Set performance goals for the team and for each team member.

12. Ensure daily contact among team members.

13. Conduct weekly status review meetings.

14. Structure large projects as collections of highly cohesive, loosely coupled small projects.

15. Remember that organizations are nothing more than individuals and collections of individuals.

Do not be misled by the 15 easy steps to SETs. The guidelines presented here are by no means complete or comprehensive, nor are they foolproof. There are no physical laws or mathematical theories for building and maintaining cohesive software engineering teams. Interpersonal skills and goodwill are key ingredients of successful teams. Good intentions, alone, are not suffi cient. The techniques presented in this section, when applied with common sense and within a supportive organization can produce gratifying results